Since its founding in 2016, the Women Business Council of Georgia has been on a mission to bolster the role of women in the economy and politics. Despite initial backlash, including concerns about women leaving family roles, the organization has gradually shifted public perception, contributing to a significant decline in the belief that politics is unsuitable for women.
“Our organization is dedicated to addressing individual needs and helping women entrepreneurs thrive in a competitive landscape”, Natia Meparishvili, the Executive Director of the Council, said.
Drawing on personal experience, Meparishvili shared insights about overcoming the obstacles faced due to gender biases. “Fifteen years ago, I was unaware of the traditions and stereotypes affecting women in leadership. It was a different time, and I’m grateful for my family’s progressive views that helped me navigate those challenges,” she recalled.
With a focus on fostering growth and resilience, the Council encourages young women to invest time in developing essential entrepreneurial skills. “Learn from your mistakes, commit to continuous learning, and build a strong support network,” was her advice to the next generation of women leaders.
Q. What was the core mission of the Council when it was founded and how has it changed in accordance with the needs of the domestic business sector?
A. The Women Business Council of Georgia was founded in 2016, and since its inception, the organization’s mission has remained unchanged: to strengthen and support the role of women in the economy and public political life. Initially, when we began organizing activities and events aimed at this goal, we received mixed reactions from the public. Some people were concerned and vocally stated that we aimed to remove women from their families, while others echoed the familiar stereotype that a woman’s place is in the family. Surprisingly, there was a greater level of rejection from women themselves.
Over time perspectives have changed, as evinced by a study conducted in 2020 by Rakshith and Levtov. The percentage of people who believed in 2013 that politics and public activity were not suitable fields for women decreased from 66% in 2013 to 52% in 2019. Among those holding this opinion, 56% were women and 77% were men. By 2019, 42% of respondents were women, and 63% were men.
Q. What do you see as the most pressing challenges facing businesses today, and especially female entrepreneurs, and how can the Council help address these issues?
A. Entrepreneurs faced some of the most challenging years of their lives during the COVID pandemic; many simply went under, especially startups. The difficulties are compounded for female entrepreneurs, who face additional obstacles. Key issues for women include access to finance and the need to strengthen entrepreneurial skills. Our organization works closely with each member to address their individual needs. This support includes advocacy, consulting, and marketing assistance.
Q. How important do you believe collaboration and networking are for women in business, and what role does the Council play in facilitating these connections?
A. The modern world widely recognizes the importance of unions and associations. The key is that these organizations should be transparent and unite individuals around a specific goal and mission. It is crucial to embrace diverse opinions and ensure that management remains focused on the clearly defined mission established at the organization’s inception. If these elements are not in place, the organization may lose its essence as a non-governmental entity and could potentially turn into something entirely different, such as a limited liability company (LLC) or a political association.
Q. As a female leader, how do you approach leadership, and what unique perspectives do you bring to your role?
A. I have my own perspective on leadership, which is informed by academic sources but shaped by my personal interpretation. I share this perspective with my students. I believe that everyone can be a leader within a specific context, as outlined by Hersey and Blanchard’s situational leadership theory. The key difference lies in leadership style, which we each develop ourselves.
For example, in every family there is usually a clear leader, but there can also be a situational leader. While the head of the family may provide for their needs and be recognized as the leader, if a child possesses technical skills that are crucial at a given moment, they can also assume the role of a situational leader. I would argue that one of the many important skills that define effective leadership is honesty.
Q. What strategies do you believe are most effective in empowering women leaders within the business community?
A. The business world has historically invested heavily in acquiring new and essential contacts. These expenses are typically categorized as part of marketing efforts, which often involve organizing periodic events tailored to specific interest groups. Engaging with business partners requires a different approach compared to reaching out to everyday customers. This distinction is especially important for companies with limited funds. In such cases, being a member of a business association becomes crucial, as it provides access to valuable resources and support.
Q. What personal or professional obstacles have you faced as a woman in leadership, and how did you overcome them?
A. Fifteen years ago, if someone had asked me whether I faced obstacles due to my gender, I might have said no. At that time my awareness of women’s rights was limited, and I was largely unaware of the traditions and stereotypes that affected me. Professionally I did not feel hindered, partly because of my family’s progressive views.
But I do recall the stark contrast in attitudes, especially in certain regions. For instance, when I was about 16 years old, I was in Batumi and someone asked me how my father allowed me to say that my mother was an actress. I was outraged by the question, highlighting the deep-rooted beliefs that still existed.
Q. How do you balance the demands of leading the organization with personal fulfillment and work-life balance?
A. Women consistently encounter challenges in various aspects of life, including professional work, scientific pursuits, leadership roles, personal creative spaces, and managing a household. These responsibilities demand excellent time management skills. I have realized that giving up any of these roles is not an option. What truly matters is having a clear goal. Based on my experience, I can confidently say that when a woman genuinely wants to achieve something, she can do it!
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